Running Head: Project 1 The American Marketing Association

Durecia Moorer
NPMN 650
Fundamentals of Nonprofit Management
November 8, 2015
Turnitin.com Score: 7%
Running Head: Project 1 -The American Marketing Association

Introduction

In order to create a framework for evaluation, the critical elements and

standards of each of the seven measures must be identified and clearly

defined. The evaluation of the American Marketing Association (AMA) is

based on a theory-based evaluation format, in which the organization is

weighed against the identified standards. Based on the results of this

comparison, the AMA can be designated as remarkable (adhering to the 7

measures); successful (adhering to 5-6 measures); average (adhering to

3-4 measures); or unsuccessful (adhering to less than 3 measures).

Measure 1: Customer Service

Defining Customer Service

According to the ASAE, organizations that master customer service are

those that go beyond positive inter actions with members. These

organizations incorporate the concept of customer service into their

processes, and organizational structure (ASAE, 2012). Central to the concept

of customer service is the idea that the needs of the members are the most

important item on the organizations agenda. I n addition, membership and

member needs are a concern of every staff member, no matter what area of

the organization they may work in. It is important to avoid confusing this

culture with a the customer is always right philosophy; customer service

means that the organization will always listen to the members needs and do

1
Running Head: Project 1 -The American Marketing Association

its best to accommodate those needs within its programmatic, ethical, and

operational constraints (ASAE, 2012).

Organizational Analysis

The AMA has developed a strong emphasis on customer service that

meets the standards outlined in 7 Measures. This is apparent in the

associations differentiation of products and services. According to the

association website, members are classified in the following categories:

Marketer, Academic, Student, Group (AMA, 2015). These groups are further

divided into specialty groups such as young professionals, doctoral students,

etc. The result is a tailor-made approach that addresses the specific needs of

each group. For example, the Marketer membership offers professional

certification opportunities, while the Academic membership provides

publication opportunities and resources for individuals seeking faculty

positions (AMA, 2015). This level of specificity indicates that the AMA is very

much in tune with the needs of its membership. This is further proven by the

demonstrated focus of various chapters of the association. The Alaska

chapter specifically highlights the need to ensure members are satisfied in

order to improve member retention (AMA Alaska Chapter, 2014). In fact, one

of the main objectives of the chapters 2014-2015 strategic plan is Providing

the membership and marketing community with programming

2
Running Head: Project 1 -The American Marketing Association

that matches their needs and requests (AMA Alaska Chapter, 2014). This

strategic focus indicates that the AMA has successfully implemented a

culture of customer service across the organization.

Measure 2: Alignment Between Services/Products and Mission

Defining Alignment

Measure 2 is closely related to measure 1 in the sense that it focuses

on meeting member needs. According to the text, organizations that align

their products and services focus on moving the organization toward

realizing its vision by utilizing the organizations purpose as a guiding beacon

(ASAE, 2012). This hearkens back to measure 1. Organizations that fail at

alignment usually think of their members as a market to sell to instead of a

population to serve (ASAE). When the marketing approach is taken, the

association is usually more focused on meeting a specific revenue target

versus actually meeting the needs of the members. This focus on revenue

can hinder alignment because the association will not tolerate the risk that

comes with trying new programs and initiatives to meet member needs.

Usually, organizations that successfully align their products and services

tend to experiment with the programs and initiatives that they offer in order

to get an accurate gauge of what will advance the mission and what wont

work (ASAE, 2012).

Organizational Analysis

3
Running Head: Project 1 -The American Marketing Association

In order to assess the AMAs level alignment, its mission must be

clarified. According to the AMA, the mission of the organization is as follows:

The American Marketing Association is a

professional association for individuals and
organizations leading the practice, teaching and
development of marketing knowledge worldwide. Our
principle role is to serve as a forum to connect like-
minded individuals and foster knowledge sharing,
provide resources, tools and training and support
marketing practice and thought leadership around
the globe (AMA Alaska Chapter, 2014).

Across all membership demographics, the most emphasized product is

intellectual capital. Whether through white papers, publications, or similar

works, the AMA provides all of its members with volumes of information that

are designed to enhance the teaching and/or practice of marketing. This is in

direct alignment with the mission of fostering knowledge sharing, providing

resources, and supporting thought leadership in the practice of marketing.

The organization is also willing to ask its members what their needs are, as

indicated by the Alaska chapters strategic plan. The plan specifically

outlines several surveys and inquiries designed to further customize

programmatic offerings to meet the needs of the membership (AMA Alaska,

2014). By remaining true to its vision and deliberately seeking member

feedback, the AMA has been able to successfully align its products and

services with the purpose of the organization.

Measure 3: Data-Driven Strategies

Defining Data-Driven Strategy

4
Running Head: Project 1 -The American Marketing Association

Data is the fuel behind an associations choice of services and

products. In order for the association accomplish alignment, there must be a

significant level of research conducted to identify what the members need

and to determine any external factors that may impact the associations

ability to deliver. Research should consistently be conducted for two reasons:

to remain current regarding the needs of the target membership

demographic and to foresee any external factors that could limit the

organizations efforts to accomplish its mission. Organizations that fail to do

so usually are not abreast of changes in the needs or composition of the

membership; hence, they suffer with issues of brand identity and

membership attrition (ASAE, 2012). High-performing associations utilize their

membership to mine data in the process of developing and testing new

products. A part of utilizing data includes internal research and research that

focuses on competitors. Internal research gives the association the ability to

streamline processes and increase employee satisfaction, which results in

increased performance. Competitive analysis allows associations to scout

competitors to determine differences and glean information on how the

organizations effectiveness can be improved (ASAE, 2012).

Organizational Analysis

The various chapters of the AMA demonstrate a strong reporting

structure; a majority of chapters have annual reports and strategic plans that

are up to date. The high percentage of AMA chapters conforming to such

4
Running Head: Project 1 -The American Marketing Association

reporting indicates that the organization is committed to proper utilization of

data on a large scale. Within these reports, there is a clear correlation

between the data reported in the annual report and the prospective actions

outlined in the corresponding strategic plans. For example, the University of

Maryland chapter outlines a performance evaluation scale for each action

that the chapter took over the course of the 2013-2014 reporting year (AMA

University of Maryland, 2014). This evaluation is evidence that the

organization relies of data to guide its actions and decisions. Furthermore,

the organization places emphasis on research and data simply by the nature

of the discipline that it caters to. For example, the AMA website contains

entire sections that are dedicated to metrics and research, respectively.

Measure 4: Dialogue and Engagement

Defining Dialogue and Engagement

This measure specifically focuses on the level of communication and

collaboration that takes place within an association. There are several

elements that must be present in order for the association to successfully

execute this measure. The first is continuity of information; employees

should receive the same script or the same information (ASAE, 2012). All

employees should be expected to utilize data to contribute to the decision-

making process, which translates to opportunity to contribute and add value

to the organization, regardless of whether individuals are in leading or

supporting roles (ASAE, 2012). The second factor that contributes to

5
Running Head: Project 1 -The American Marketing Association

dialogue and engagement is cross-sectional interaction. Sharing of

information should not be segregated within departments. Sharing between

groups ensures that everyone remains on the same page regarding the

organizational mission and the all ways in which the association is

accomplishing that mission, not just the products or services that originated

in their own department (ASAE, 2012).

Organizational Analysis

The communication within the AMA is on par with the standards of 7

measures. This assessment is based on the information presented by the

wide bevy of organizational chapters. In each chapter, the mission is

centered on providing a repository of information that can aid members in

the execution of their profession (AMA, 2015). Subsequently, there is

similarity in the events, programs, and member benefits reported by the

individual chapters. This similarity is a sign that the parent body is

communicating the same message to each chapter. According to ASAE, all

parts of the organization should receive the same script. (ASAE, 2012).

This level of continuity also indicates that the leadership of the parent

organization is not favoring certain groups, chapters, and their leaders by

giving them premium access to information while withholding that

information from other chapters.

Measure 5: CEO as a Broker of Ideas

Defining the CEOs Role

6
Running Head: Project 1 -The American Marketing Association

In an association that is deemed remarkable the CEO must not only

be a visionary, but he or she must be adept at teaching and coaching others

to exhibit this ability (ASAE, 2012). As a result, the staff must be able to

gather a vision based on the needs of the members, and create consensus

among that membership in order to garner buy-in that is not forced (ASAE,

2012). A key component of this idea brokerage is the creation of

organization-wide dialogue in order to foster new ideas. In such dialogue, the

CEO must allow for organic growth to take place by facilitating discussion

without placing a preemptive demand for a specific result (ASAE, 2012). In

this process, it is absolutely critical for the CEO to establish a sense of equity

in the collaboration process by ensuring that all employees are given equal

consideration in the presentation of ideas (ASAE, 2012).

Organizational Analysis

The AMAs newly recruited CEO, Russ Klein, articulates an agenda that

includes fostering organizational growth through heavier reliance on the

ideas of individuals and chapters in order to advance the AMA as a whole. In

an interview at the beginning of his term, Klein stated: I believe that there

are a lot of people who care deeply about what the AMA means to them at

the local or chapter level, and who have a lot of ideas on how the AMA can

be of greater service to more chapters, more volunteers and, ultimately,

more members. (Sullivan, 2014). This statement indicates that Klein is

willing to encourage innovative thinking from individuals outside of himself,

7
Running Head: Project 1 -The American Marketing Association

and that he recognizes how vital this allowance is to the growth of the

organization. In other publications, Klein has also stated the need for shared

vision, and the importance of incorporating it into his leadership. In Elevate,

an AMA publication, Klein remarks, The best leaders get the most out of

their teams by aligning them in pursuit of a shared vision (Klein, 2014). As

evidenced by Kleins stated leadership philosophy, he adheres to the ASAE

standard of brokering ideas among the leadership and staff of the AMA.

Measure 6: Organizational Adaptability

Defining Organizational Adaptability

The key characteristic of adaptability is the associations ability to take

corrective action quickly when crises arise and to learn from those crises in a

way that affects the operations of the association moving forward (ASAE,

2012). The need for adaptability usually arises from economic constraints

due to rising expenses or loss of membership due to economic downturns.

Thus, adaptability often begins with eliminating anything that consumes

resources without contributing to the mission of the association (ASAE,

2012). In order to maintain adaptability, it is generally good practice to

evaluate programs on a 1-3 year basis to determine if they are still meeting

the needs of members If not, they should be modified or terminated. As

associations undergo this process, it is important that they avoid straying

from the core values and concepts that inform their mission and vision

(ASAE, 201). These items are the driving force of membership and the

8
Running Head: Project 1 -The American Marketing Association

purpose of the organizations existence; therefore, the association must

preserve these tenets while adapting the manner in which they operate in

order to fulfill those tenets.

Organizational Analysis

By nature of its area of discipline, the AMA must assess market trends

and anticipate shifts in markets, as this activity is a part of the expertise it

offers to its members. However, in terms of being adaptable to change that

affect the function of the organization, the AMA has adopted this philosophy

under its new leader. In an interview, the CEO was asked if he intended to

make changes that would reposition the AMA to meet the members needs in

the future. His response was as follows:

Ive been asked whether Im going to shake things

up at the AMA. I would only say that if the AMA
doesnt do its best to keep its brand name fresh,
modern and relevant, then how could we be the
resource and the definitive repository for marketing
science best practices and excellence? The AMA has
to be on its brand management game. If we dont
anticipate emerging markets, change around which
we have to adapt to lead, the marketplace will shake
us up. Id rather that we do the shaking (Sullivan,
2014).

The CEO clearly demonstrates his belief that the AMA must be prepared to

adjust to changes in the market and remain on the cutting edge of

marketing.

Measure 7: Alliance Building

Defining Alliance Building

9
Running Head: Project 1 -The American Marketing Association

Forming alliances is predicated upon the realization that an association

does not have the expertise or capacity to do everything (ASAE, 2012). In

forming an alliance, the association should look for opportunities to expand

its mission based programming while offering value to its partners (ASAE,

2012). When forming an alliance, a successful association will begin the

relationship with clear expectations, and will exit the partnership if it does

not produce mutual benefit (ASAE, 2012). Among these expectations, social

change should be paramount; when associations focus on revenue

generation in its pursuit of partnerships, those relationships are usually

limited to corporate sponsorships (ASAE, 2012). This usually stunts mission

based programming and stifles achievement of long-term goals.

Organizational Analysis

The emphasis on partnership is immediately noticeable in the

associations university chapters. Each of these chapters maintains a close

relationship with the business schools on their respective campuses (AMA,

2015). This indicates that the AMA place value on working with other entities

to best serve the interests of its members. While the AMA may be able to

perform research on the student demographic, the schools where they

actively participate are far more equipped to identify the needs of its

students and devise strategies for meeting those needs. The AMA also

exhibits the characteristics outlined by 7 Measures though its diversity of

partnerships. In addition to sponsors that provide monetary benefits, the

10
Running Head: Project 1 -The American Marketing Association

AMA has a litany of content partners (AMA, 2015). This is critical because it is

the content partners that aid the AMA in the execution of its mission: to be a

knowledge base for practitioners, student, and educators in the field of

marketing. This focus on expanding programmatic capability is at the heart

of 7 Measures standard for engaging in partnerships (ASAE, 2012).

Conclusion

Based on the criteria outlined in 7 Measures, the AMA qualifies as a

remarkable association. The current behavior of the AMA in each category

suggests that the leadership of the organization has adopted an organization

theory that aligns with the standards for success as outlined by the ASAE.

The association adheres to the standards of all 7 measures, with

demonstrable evidence that there is a track record and future projection of

such behavior.

11
Running Head: Project 1 -The American Marketing Association

References

American Marketing Association (2015). Channels. Retrieved from:

https://www.

ama.org/Pages/default.aspx

American Marketing Association (2015). Membership. Retrieved from:

https://www.

ama.org/membership/Membership-Benefits/Pages/Marketer.aspx

American Marketing Association (2015). Student Resource Center. Retrieved

from: https://

www.ama.org/students/Pages/2014-Annual-Reports-and-Chapter-

Plans.aspx

American Marketing Association Alaska Chapter (2014). AMA - AK Chapter

Strategic Plan 2014-2014. Retrieved from: http://amaalaska.org/wp-

content/uploads/2014/

10/Strategic-Plan-2014-15-AMA-Alaska.pdf

Klein, R. (2014). Equipped to Win. Elevate. Retrieved from:

http://blog.ama.org/equipped-to-win/

Sullivan, E. (2014). 11 Questions With Russ Klein. Marketing News. Retrieved

from: https://www.ama.org/publications/MarketingNews/Pages/11-

questions-with-russ-klein.aspx

University of Maryland Robert M. Smith School of Business (2014). terpAMA:

The heart of business 2013-2014 Annual Report. Retrieved from:

https://www.ama.org/

12
Running Head: Project 1 -The American Marketing Association

Students/Documents/University%20of%20Maryland,%20College

%20Park%202013_2014%20Annual%20Report.pdf

13